Dr. Phillip Crowley:

I will answer the questions directed at me. There are two aspects to training. One type of training we will require is training a wider cohort professionals to provide expert care. That will evolve from the pathway of care process. If we identify other centres where particular services will be provided, personnel should be peer trained from existing centres and perhaps peer supported for a period of time. In creating access we do not want to diminish quality.

The second aspect of training which is very important is awareness raising, which is an important first step. I would prioritise general practice in terms of awareness raising, training and articles in the forum journal, and we can help to ensure that happens.

There are other priority groups. For example, allied health professionals have key roles. It is an area in which there are a couple of pioneers who are seeking to provide care, which is very centralised, and perhaps through them we can work with colleagues to provide a more accessible service. Administration staff need to be trained in records, which are important and this links to the points made by Mr. Biambrone and Ms Lacey. It is another area we need to prioritise.

In regard to medical cards, I understand people can still access services. The real issue is that people with funding can bypass services by accessing them elsewhere but waiting lists remain. That brings me to Senator Crown's question. I am very disappointed he is not present to hear the answer. He highlighted Loughlinstown Hospital as being the centre for the endocrinology service. That happened by chance because we have a very well qualified specialist who has had access to training. He could be working in any hospital, but perhaps not that to which the Senator referred. I would be very interested to hear what hospital that is. He may be able to tell me outside of the committee. I commend it for the service delivers and would not denigrate it because it is not a university hospital.

In regard to some of the questions on partnership, the directorate I lead is entirely committed to partnership with communities, families and patients. Throughout my career I have sought to create those types of partnerships. I do not believe that with what is coming down the track in regard to what is right, wrong and ethical, we should just deliver care to people. Rather, we should deliver it in partnership with people.

A very capable organisation like TENI is an obvious partnership for us because we are, relatively speaking, clueless in regard to the issues. If we think we are not then we are in trouble. The first step of awareness is understanding what one does not know. That has been very educational for us and is a partnership I hope will thrive, notwithstanding the pressures on us all in our different roles and the need for TENI to be independent advocates, which they will continue to be. We will still, it is to be hoped, have a space where we can work in partnership with it and commit to doing that. I have addressed all the questions directed to me.